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The purpose of this paper is to propose a conceptual framework associating globalization, workforce diversity, and deviance and suggest micro-macro HRM strategies to overcome challenges associated with the workforce diversity and workplace deviance.

A systematic review of literature of past 25 years was carried out with the key word “globalization, workforce diversity, and deviance” from several electronic databases.

Findings propose micro-macro HRM strategies to be adopted by HR practitioners in Association of Southeast Asian Nations (ASEAN) organizations to manage workforce diversity and deviance in the age of globalization.

The challenges due to workforce diversity may get worse because ASEAN is more incongruent in terms of phases of economic, social, cultural, and political advancement. Therefore, proposed model can be tested and compared in different ASEAN organizations.

There is a dearth of literature associating globalization, workforce diversity, and deviance. This paper bridges this gap by proposing a conceptual framework in the ASEAN context and suggests micro-macro HRM strategies to be adopted by HRM practitioners to overcome associated challenges with workforce diversity and deviance.

This paper aims to develop a cultural diversity management (CDM) framework to enhance the performance of architecture design firms (ADFs) in Egypt.

A research methodology consisting of literature review, case studies and survey questionnaire was designed to achieve the abovementioned aim. First, literature review was used to investigate the concepts of globalization, international construction, diversity, diversity management (DM) and organizational performance. Second, four case studies were presented and analyzed. The first two cases explored the role of CDM towards enhancing the performance of ADFs, while the last two cases showed initiatives carried out by NGOs to integrate architects of color into their communities through training programs that enhanced their skills and uplifted their societies. Third, a survey questionnaire was carried out with a representative sample of ADFs in Egypt to investigate their perception and application of DM towards enhancing organizational performance. Based on the results of the above, the research developed a framework to enhance the performance of ADFs through managing culturally diverse workforces.

Literature review showed that diversity is not limited to race and gender; however, it includes other types such as disability, socioeconomic status, thinking style, culture, personality, life experience, religious and spiritual beliefs. Despite the benefits that diversity brings to ADFs such as stimulating creativity and increasing productivity, poor management of diverse workforce leads to dysfunctional conflicts, frustration and confusion. Results of case studies showed that ADFs that adopt a CDM approach succeeded in enhancing their performance. In addition, training initiatives carried out by NGOs succeeded to integrate architects of color into their communities and uplifting their societies. Results of data analysis identified the barriers to integrating diverse workforce in ADFs. These barriers include “Poor communication and spirit of collaboration between diverse workforce”, “Resistance to change”, “Lack of maintaining wage equity and promotion between different workforces based on gender”, “Poor organization culture” and “Lack of Senior Management involvement”. This necessitated taking action towards developing a framework to overcome these barriers to manage diverse workforces towards enhancing the performance of ADFs in Egypt.

Because of the conceptual nature of the proposed framework, it has to be tested and validated to ensure its capability to overcome the barriers of managing culturally diverse workforces as an approach for enhancing the performance of ADFs in Egypt.

This research presents a practical solution to enhance the performance of ADFs in Egypt through managing cultural workforce diversity.

The research identified and analyzed the barriers that obstruct the integration of diverse workforces in ADFs. The research tackled a topic that received scant attention in construction literature with particular emphasis on Egypt. In addition, this paper proposed a CDM framework to enhance the performance of ADFs in Egypt, which represents a synthesis that is novel and creative in thought and adds value to the body of knowledge.

The purpose of this paper is to highlight the importance of ethnic workforce diversity for the internationalisation of small‐ to medium‐sized enterprises (SMEs). Using the resource‐based view, it is argued that an ethnically diverse workforce can help SMEs in overcoming barriers to internationalisation and increase the degree to which they benefit from globalisation.

This is a conceptual paper using the resource‐based view (RBV) of the firm to investigate the importance of work force diversity.

The paper identifies a series of mechanisms that link ethnic workforce diversity to increased internationalisation of SMEs as well as a range of contingencies of this relationship. It calls for a stronger appreciation of individual employees' external, co‐ethnic networks and knowledge as a hitherto largely ignored resource in the initiation, management and expansion of SMEs' international operations.

The findings of the paper have implications for research and practice by shedding light on the importance of this so far largely neglected phenomenon. The findings are limited in as far as they are yet to be tested empirically.

The paper provides a framework of mechanisms that can sensitise practitioners with regard to the importance of workforce diversity for internationalisation activities as well as human resource management practices.

The paper addresses an issue that is shown to be of increasing importance to SMEs, but has so far been largely neglected in research on SMEs.

How should managers organize their R&D workforce in order to maximize the benefit of internal R&D and R&D outsourcing strategy? The purpose of this paper is to examine the effects of R&D workforce diversity on firms’ performance when the firms use internal and external knowledge acquired from R&D outsourcing. Diversity of R&D employees as R&D workforce can enable firms to utilize the knowledge of internal R&D and internalize the external knowledge.

Panel data analysis with fixed effects is used. The authors conduct hierarchical multiple regression analyses to test the moderating effect of R&D workforce diversity with 10,401 data from Korean manufacturing firms.

This study finds out that age and education diversity of R&D workforce have positive moderating effects on the relationship between the R&D outsourcing and firm performance. In contrast, internal R&D is negatively associated with firm performance when the age diversity of R&D workforce increases. The results point to the significant role of R&D workforce diversity in R&D unit since firms often use both internal R&D and external R&D.

For practical implications to be more effective, CEOs and managers of firms should employ differentiated approaches to manage the diversity of R&D workforce based on whether they primarily focus on their internal R&D or utilize external R&D.

This research extends recent efforts to better understand the effect of organizational diversity on the firms’ performance when firms use internal R&D and R&D outsourcing strategy.

Workforce diversity has become an important issue in Australia. This study examined the extent to which human resource management practices were being used by organisations in Australia to manage workforce diversity. The study also assessed the perceived challenges and benefits of diversity in the workforce. The findings of this study indicated that overall, management of workforce diversity is only “mediocre”. In particular, inadequate diversity management practices were found in the areas of recruitment and selection and training and development. As migrant employees do not create any problems and are very compliant, the challenges that workforce diversity presents does not receive adequate attention by organisations in Australia. However, these organisations seek several benefits from their multicultural workforce. The implications of these findings are discussed.

US demographers predict that women, people of color and ethnic minorities will represent over 50 percent of all new entrants to the US workforce by 2008. This shift in demographics plus the pressure from a growing competitive global marketplace are forcing organizations to rethink models of business success. The authors describe how organizations can ensure their readiness to effectively align business strategies with today's demographic and market realities to achieve growth, profitability, and sustainability. This study updates the literature by connecting the leadership literature with diversity research. The theory development of this study reviewed the progress made and the future prospects and potential profits for US businesses in leading today's diverse workforce. Findings from interviews and focus groups with senior executives, representing a cross section of American industries, led to best practices recommendations for capitalizing on the strategic benefits of diversity.

This paper aims to examine the impact of gender diversity both at operational and leadership levels on the financial performance of firms in India.

The study is based on a panel data set of 100 large Indian corporate firms. This study uses the Blau index and Shannon index to compute gender diversity. First, this paper uses system generalized method of moments model to deal with the potential endogeneity issue in the association between gender diversity and firm performance. Second, to unveil heterogeneity in such a relationship, the study applies panel data quantile regression model. Finally, the study adopts a generalized estimating equation model to investigate such relationships for group affiliated and standalone firms.

This study finds a significant positive impact of workforce gender diversity and board gender diversity on the financial performance of firms. Further, the results of the quantile regression model indicate that the impact of gender diversity (workforce and board) on firm performance is more pronounced at higher quantiles of the conditional distribution of firm performance. However, the study fails to extricate any significant impact of audit committee gender diversity on firm performance. Finally, the study also finds a significant positive impact of gender diversity at both workforce and board level for a group affiliated, as well as standalone firms.

The present study makes a novel contribution to the extant literature on the association between gender diversity and financial performance of firms by examining such diversity at both operational and leadership levels in the context of an emerging country such as India that captures the complex realities pertaining to gender issues. Further, the study contributes to the empirical literature regarding the heterogeneous impact of gender diversity on firm performance in the Indian context.

This paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC).

Data were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling.

Findings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB.

A cross-sectional single source dataset is used to evaluate the hypothesized model.

Grounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies.

The purpose of this paper is to identify whether there is some common pattern between organizations that give primacy either to younger workforce or to older one.

It depicts the empirical evidence of eight case studies and some theoretical contributions thereof. All case units are considered outstanding employers in Brazil business scenario, given the magnitude of their human resource (HR) feats and society acknowledgements. Taken together, they are eight representative cases derived from Época magazine and Great Place to Work® Institute 2013 list.

Case units exhibited strongest group age preferences on an ongoing basis. Rather, they depicted an unbalanced labor force demographic age frame for the sake of their own HR choices. As a result, they all could be labeled as age bias companies in a more or less degree. Given that their options (i.e. percentage of preferences) have been somewhat consistent during the period of analysis, one may therefore infer that such options have been buttressed by the leadership held values. Surprisingly, all case units had not provided logical arguments or wise explanations in light of their decisions related to it. Moreover, the companies had not offered compelling evidence that they were implementing robust diversity and inclusion polices aiming to provide an equalitarian treatment to all age groups or that they were at least paying attention to these issues in a coherent form. In fact, they have been astonishingly silent on these matters.

The purposeful sample strategy that was carried out in this study does not permit that the results be generalized. Actually, they are derived from only a specific cohort of companies – to some extent, they are outliers in the list of the best organizations to work for in Brazil – that has been noticeable for their extreme workforce age options.

The case units sample showed to have huge difficulties to mitigate organizational age bias effects in their headcount. In fact, the majority of the case units that were perused demonstrated to give a consistent priority for either having either younger workforce or older one.

Overall, it is expected that this study may contribute to diversity management theory by bringing further knowledge about how some of the best organizations to work for in Brazil implement their workforce demographic age policies.

Organisations are facing enormous changes in the demographic composition of the workforce. Racial groups that have traditionally been professionally isolated from one another are working together as more minorities are assimilated into the workforce (Lewan, 1990). The Hudson Institute's Workforce 2000 statistics project that women, minorities, and immigrants will soon make up the majority of new entrants into the American workforce (Johnston & Packer, 1987). This diversity brings numerous racial and cultural differences into corporations. As a result, managing diversity increasingly appears on the agendas of organisational leaders (Cox & Blake, 1991).